Encouraging organizational citizenship: the effects of job satisfaction, perceived equity and leadership.: An article from: Journal of Managerial Issues
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ISBN / ASINB00093N4BA
ISBN-13978B00093N4B8
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This digital document is an article from Journal of Managerial Issues, published by Pittsburg State University - Department of Economics on June 22, 1995. The length of the article is 4451 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: In a field study of a small manufacturing plant located in the southwest, relationships between five dimensions of organizational citizenship behavior (OCB) and three sets of predictors (leadership, perceived equity, and job satisfaction) were explored. Results suggest that leadership contributes incremental explained variance beyond the effects of satisfaction and perceived equity on all five dimensions of OCB. Satisfaction contributed incremental explained variance beyond the effects of perceived equity and leadership on two OCB dimensions. Finally, perceived equity contributed incremental explained variance beyond the effects of satisfaction and leadership on a single OCB dimension. Results of an analysis of covariance on OCB by department, controlling for leadership, job satisfaction and perceived equity, suggest that OCB may result from a shared normative value placed on such behavior by either the informal work group or the organization.
Citation Details
Title: Encouraging organizational citizenship: the effects of job satisfaction, perceived equity and leadership.
Author: Mel Schnake
Publication:Journal of Managerial Issues (Refereed)
Date: June 22, 1995
Publisher: Pittsburg State University - Department of Economics
Volume: v7 Issue: n2 Page: p209(13)
Distributed by Thomson Gale
From the author: In a field study of a small manufacturing plant located in the southwest, relationships between five dimensions of organizational citizenship behavior (OCB) and three sets of predictors (leadership, perceived equity, and job satisfaction) were explored. Results suggest that leadership contributes incremental explained variance beyond the effects of satisfaction and perceived equity on all five dimensions of OCB. Satisfaction contributed incremental explained variance beyond the effects of perceived equity and leadership on two OCB dimensions. Finally, perceived equity contributed incremental explained variance beyond the effects of satisfaction and leadership on a single OCB dimension. Results of an analysis of covariance on OCB by department, controlling for leadership, job satisfaction and perceived equity, suggest that OCB may result from a shared normative value placed on such behavior by either the informal work group or the organization.
Citation Details
Title: Encouraging organizational citizenship: the effects of job satisfaction, perceived equity and leadership.
Author: Mel Schnake
Publication:Journal of Managerial Issues (Refereed)
Date: June 22, 1995
Publisher: Pittsburg State University - Department of Economics
Volume: v7 Issue: n2 Page: p209(13)
Distributed by Thomson Gale
